Reference no: EM131065849

Organisational Behaviour - Assignment Resubmission

SECTION A

Read the case study below and answer the questions that follow.

WHOLE FOODS MARKET: Team Member Excellence and Happiness

Whole Foods Market's motto: "Whole Foods, Whole People, Whole Planet" emphasizes its dedication to its retail customers and employees. The company says that there is no place for the "us-versus-them" thinking that permeates some organisations. Employees at Whole Foods are referred to as team members, whether they are retail team members or "behind the scene" team members. The company strives to build positive and healthy relationships among all team members. Its goal is to achieve unity of vision and to build trust among team members in the organisation whilst supporting a balanced life for each team member. The best way to achieve these aims, goals, and outcomes is to encourage participation and involvement at all levels of the business. Whole Foods does this by having a collective, team-oriented focus in much of its organisational life. Whole Foods encourages teamwork in the organisation along a number of dimensions. Self-directed teams meet regularly to discuss issues, solve problems, and appreciate each other's contributions to the business. Communication throughout the company is increased through team member forums and team member advisory groups. In addition, communication is enhanced through open-book, open-door and open-people practices that build relationships and trust among team members.

Team member incentive programs, such as labour gainsharing emphasize team-oriented behaviours as opposed to individual effort and achievement. The company's stock options and stock purchase plan further highlight this collective emphasis. These policies and practices aim to help each team member reach his or her full potential. Despite the best efforts at teamwork in some organisations, an us-versus-them mentality does materialise. Whole Foods is the nation's largest non-union food retailer after Wal-Mart. Some unions would love to organise the larger Whole Foods workforce, just as they would like to do in the case of Wal-Mart. Whole Food's CEO John Mackey knows that this can happen when management does not listen to employees. When employees are not heard, they have a tendency to turn to unions for the sympathetic ear not available within the organisation. While some managers and executives may not pay enough attention to employees throughout their organisations, others truly do care about their employees' attitudes, concerns and feelings. In either case, employees who feel neglected, unheard, unappreciated, or in the more extreme cases, mistreated are highly likely to turn to unions to have 2 their needs met. Will the spirit of teamwork be strong enough at Whole Foods to fend off efforts by
some employees to unionise? (Nelson & Quick, 2006: 283 - 284).

QUESTION ONE
Discuss how groups and teams can contribute to organisational effectiveness at Whole Foods.

Provide a detailed description of Self-managed work teams, highlighting its advantages to Whole Foods.

QUESTION TWO

While some managers and executives may not pay enough attention to employees throughout their organisations, others truly do care about their employees' attitudes, concerns and feelings. In either case, employees who feel neglected, unheard, unappreciated, or in the more extreme cases, mistreated are highly likely to turn to unions to have their needs met. Will the spirit of teamwork be strong enough at Whole Foods to fend off efforts by some employees to unionise?

Suggest ways in which managers can improve effectiveness of communication to overcome any potential challenges at Whole Foods.

Explain how group cohesiveness can be achieved at Whole Foods.

SECTION B

QUESTION THREE

Provide a detailed discussion on Conflict at the Workplace, highlighting the strategies to manage conflict.

QUESTION FOUR

Critically discuss both transformational and transactional leadership, making reference to relevant organisational examples.